QUALITy MANAgEMENT EVALUATION IN MILK PROCESSINg

rev.fac.cienc.econ., Vol. XXI (2), Diciembre 2013, 43-52
QUALITY MANAGEMENT EVALUATION
IN MILK PROCESSING PLANTS: A CASE STUDY*
ROCÍO HIMELDA SANTOYO ARDILA** & SANDRA MILENA ZAMBRANO VARGAS***
UNIVERSIDAD SANTO TOMÁS (TUNJA, COLOMBIA)
Recibido/ Received/ Recebido: 22/05/2013 - Aceptado/ Accepted / Aprovado: 01/11/2013
Abstract
This article is the result of research on a group of dairy processing industries in the department of
Boyacá, the main focus is on making a diagnosis to determine the level of progress that have taken
regarding the standardization of production processes, from the point of view of the development
of their management processes. For this effect is designed anaudit formatand it is applied in eight
of ten companies in this sector, located in the town of Belen analyzing the key factors of quality management from the guidelines of the NTC 6001 standard and the theoretical advances of different
authors. The results show a strong need for further research on the subject because of the achievements of emerging companies since its inception have been working empirically and show little
economic growth.
Key words: Quality management, Standardization of production processes, Process management.
EVALUACIÓN DE LA GESTIÓN DE LA CALIDAD EN FÁBRICAS
PROCESADORAS DE LÁCTEOS: UN ESTUDIO DE CASO
Resumen
En el presente artículo se muestran los resultados de la investigación realizada a un grupo de fábricas procesadoras de lácteos en el departamento de Boyacá, el objetivo principal se centra en realizar un diagnóstico para conocer el nivel de avance que han tenido en cuanto a la estandarización
de sus procesos productivos, desde el punto de vista del desarrollo de su gestión de procesos. Se
diseña un formato de auditoría que es aplicado en ocho de las diez empresas de este sector ubicadas
en el municipio de Belén, analizando los factores claves de una gestión de calidad a partir de los
lineamientos de la norma NTC 6001 y de los avances teóricos de diferentes autores. Los resultados
muestran una enorme necesidad de seguir investigando sobre el tema debido a los incipientes logros
de las empresas que desde su creación han venido trabajando de forma empírica, además evidencian poco crecimiento en lo económico.
Palabras clave: Gestión de calidad, Estandarización de procesos productivos, Gestión de ­procesos.
This article of scientific and technological research is part of the results of the scientific research Project entitled “Evaluation of the
Quality Management Process in Factories cheese processors in the town of Belen: Application to Standardization of the production
process in Ibel industry”.
**
Food engineering, Magister in Administration, National University of Colombia. Instructor Sena (Duitama – Boyacá – Colombia).
E-mail: [email protected]
***
Industrial Engineer, Pedagogical and Technological University of Colombia; Human Talent Management Specialist, Pedagogical and
Technological University of Colombia (UPTC); Masgiter in Administration, National University of Colombia; teacher in the Pedagogical and Technological University of Colombia. E-mail: [email protected]
*
43
ROCIO HIMELDA SANTOYO ARDILA & SANDRA MILENA ZAMBRANO VARGAS
AVALIAÇÃO DA GESTÃO DA QUALIDADE EM FÁBRICAS
PROCESSADORAS DE LÁCTEOS: UM ESTUDO DE CASO
Resumo
No presente artigo se mostram os resultados da pesquisa realizada a um grupo de fábricas processadoras de lácteos no departamento de Boyacá, Colômbia. O objetivo principal se centra em
realizar um diagnóstico para conhecer o nível de avanço que tiveram quanto à estandardização de
seus processos produtivos, desde o ponto de vista do desenvolvimento de sua gestão de processos.
Desenha-se um formato de auditoria que é aplicado em oito das dez empresas deste setor localizadas no município de Belén, analisando os fatores principais de uma gestão de qualidade a partir dos
lineamentos da norma NTC 6001 e dos avanços teóricos de diferentes autores. Os resultados mostram uma enorme necessidade de se continuar pesquisando sobre o tema devido aos incipientes
sucessos das empresas que desde sua criação vieram trabalhando de forma empírica e evidenciam
pouco crescimento econômico.
Palavras chave: Gestão da qualidade, Estandardização de processos produtivos, Gestão de processos.
Santoyo, R. & Zambrano, S. (2013) Evaluation of quality management in Colombian factories: a
case analysis. En: Revista de la Facultad de Ciencias Económicas de la Universidad Militar Nueva
Granada. rev.fac.cienc.econ, XXI (2)
JEL: M10, M11, L15.
1. Introduction
The quality movement began in the West from the
seventies, but it was not until the nineties that was
conferred a more strategic sense to see it as a business opportunity. Thus, from that time to the present day have known many successful cases in your
application but in contrast have also been known
hundreds of cases where companies have failed in
their implementation. It is a fact that there is no specific formula to generate the exact combination of the
many ingredients that make up the quality, but rather
represent a set designed by and for the organization
strategies.
Today in the world the movement generated around
quality has evolved in regard to management practices, statistical tools for quality control using software,
different methodologies for continuous improvement
and the design of international standards that allow
companies to achieve certification in quality management, among others. However in countries like
Colombia are still seeing a slow development in this
44
area combined with the financial situation of many
organizations.
Meanwhile departments as Boyacá are no strangers
to this problem which is supported by various studies
such as those conducted by the department government or made by Alvarado (2006), Ruiz (2005) and
Dehaquíz et al. (2012), specifically in the dairy sector
who emphasize on the enormous weaknesses of these organizations and the great need for the government to focus its attention on them to achieve evolve
artisanal to industrial companies not only from the
technological but also from their management. Here
are some concepts and some studies in Colombia
and Boyacá about the treaty topic.
2. Some concepts of quality
The quality management involves a broad concept,
which can be worked with tools and techniques similar to those used in other functional areas such as
finance, human resources and others (Badia, 2002).
Additionally, it is compatible with other management
QUALITY MANAGEMENT EVALUATION IN MILK PROCESSING PLANTS: A CASE STUDY
systems such as food safety, hazard analysis and critical control points known as HACCP and GMP good
manufacturing practices, as expressed by the Centro
de Comercio Internacional, CCI (2008).
The total quality management is a field that has received numerous contributions not only theoretically but empirically, from the valuable progress made
by Deming aimed to progress towards an integra-
ted management philosophy of our day (Perdomo
& Gonzalez, 2004). The initial contributions given
by Taylor and control methods for statistical quality
created between 1930 and 1940 by Walter Shewhart
at Bell Labs gave the starting point for many other
improvements were achieved in the area of quality
control in later years (Pyzdek & Berger, 1996). Table
1 shows some authors with their contributions.
Table 1. Contributions to the quality management1.
Author (Year)
Contribution to quality management
Walter Shewhart (1930-1940)
Creation of statistical methods for quality control (SQC Statistical Quality Control)
Statistical methods for quality control (before WWII)
Quality circles, method fishtail, (Taguchi method)
Edward Deming (1950)
Deming’s 14 points for management.
Joseph Juran (1954)
Careful management of the external (customers, competitors, suppliers, government,
society).
Philip Crosby (1979)
“Zero defects” through a 14-step program.
Armand Feigenbaum (1983)
Participation in company-wide quality control.
Malcom Baldrige Awards (EUA, 1987)
Approach to clients and human resources through the use of 11 principles.
National Quality Award (Mexico, 1990)
National Model for total quality, promotes the adoption of comprehensive quality processes.
International Organization for Standarization (ISO) (Suiza, 1947)
Standardization of quality management systems.
European Foundation for Quality Management (EFQM) (1988)
Quality culture in European companies. Orientation to the satisfaction of the people
involved.
EFQM Award (1992)
Promotion for excellence in public and private companies in Europe from eight foundations of excellence.
Thus were performed at various international research to understand the role that quality management has played in improving the level of management, for example: Antony and others (2002)
provided an empirical study on the identification of
critical success factors in the implementation of total quality management “TQM” industry in Hong
Kong, in the same sense, Miyagawa and Yoshida
(2005), explored the relationship between TQM
practices and performance Japanese business ow-
1
ners of factories in China, in the automotive industry in Malaysia, Osman, Ali, Rashid and Jusoff Wan,
(2009) studied the perception of employees regarding the implementation of TQM in micro, small
and medium enterprises in the sector, and also,
Jha and Kumar (2010), conducted literature review
on critical success factors of TQM implementation
as drivers, supported by various philosophies,
allowing you, they say, companies take these results
to implement TQM.
Compiled from Pyzdek and Berger (1996) and Navas (2005).
45
ROCIO HIMELDA SANTOYO ARDILA & SANDRA MILENA ZAMBRANO VARGAS
3. Studies done in Colombia
In contries as Colombia in research related to quality
management are among others: the identification of
cultural factors that affect the implementation of the
quality philosophy of Escobar (2005), who wields
that can find pros and cons for application in Colombian companies, also conducted by the National
Productivity Centre “CNP” (ca. 2006), who determined the impact of the implementation of quality management systems in Colombian businesses certified
by various agencies during 2000-2005.
As described, the enormous importance that have
been acquiring the guidelines of total quality management “GCT” did they were institutionalized
through awards such as awards for quality and then
elevated to the evaluation criteria management as
Baldrige and European quality Awards Foundation (Guillo & Sempere, 2003; Volcurlca, Standing
& Brazoal (2000), plus public policy for enterprise
development and competitiveness promoted the
standardization of quality management through the
family ISO 9000 in order to enable organizations to
create competitive advantages in the markets (Perdomo & Gonzalez, 2004). Yet in Colombia are very few
studies for micro and small enterprises in the dairy
chain that relate to quality management in the broad
sense discussed here, is similar situation at the regional or the Colombian departments.
In a study by professors at the University of North
Santander Pamplona (Cited by Albarracin & Carrascal, 2005,15) found that companies that process milk
cheeses in the cities of Toledo and the Chitagá province of Pamplona, “are mostly of artisans and micro
enterprise in which the conditions of handling and
processing are deficient”.
Meanwhile Novoa (2010), comments that “improving the competitiveness of the dairy chain through
training and modernization is the aim of the project
being conducted by the Institute of Food Science and
Technology (ICTA) in Manila”; additionally advanced
the training in handling and processing of milk, as well
as in management and quality assurance in 15 micro,
small and medium enterprises of the dairy sector. The
study is mainly concentrated in the municipalities of
46
Ubaté, Zipaquirá, Guatavita, Ubalá, Choachí, La Pradera and Subachoque, among others, where it aims
to improve competitiveness in the sector, reduce costs,
diversify production and capture new markets, which
ultimately result in social welfare.
3.1. Studies done in Boyacá
In an investigation conducted by Ruiz (2005) are studied eight companies in the dairy sector in terms of
quality and logistics, in the results is observed high
degree of informality, limited training and experience of entrepreneurs in terms of quality and logistics
management, little ability to interpret critical issues,
technology of second and third generation, and lowskilled for workers, owners and managers.
Alvarado (2006) in his study examines the management systems in dairy operations Mipymesof the industrial corridor of Boyacá, for this, he characterizes
the industries studied in the department of Boyacá in
factors that determine the efficiency of the management system in the production area. Dairies analyzed
was found the following: in general there is poor quality, lack of infrastructure which results in lack of hygiene and poor quality products, backward technology,
low training in modern techniques of processing milk
and little knowledge international market experience.
As relates to the department of Boyacá, according
to the National Economic and Social Policy, CONPES (2010), the region of Cundinamarca and Boyacá owns a 31% of milk production, ranking as the
second producing region in the country with higher
productivity in the production of 7-15 lt. / cow / day.
Studies by Lopez et al. (2010) found in cheese Dairy
Paipa IBEL Belen Township, Boyacá that:
“The population of molds and yeasts in the
milk was not significant with respect to those found in cheese why one might think that
the presence of the majority of microorganisms is due to environmental conditions,
or by improper manufacturing practices during processing after curdle milk for cheese
making”.
QUALITY MANAGEMENT EVALUATION IN MILK PROCESSING PLANTS: A CASE STUDY
The reasons given above, for determining the need
for small dairies, micro and craft Belen Township,
continue as systematic and sequential strategy of
quality management (ISO 9001), sectoral standards
(GMP, HACCP) and standards of food safety, since
they are compatible and that such standards have
been achieved more easily under this strategy by Colombian businessmen (Atehortúa et al. 2009; Castillo
& Martinez, 2010; CCI, 2008).
In the department of Boyacá an estimated 80,000
families living in the dairy chain, starting with the one
with less than 10 cows on his farm, through which the
transports, which sells door a door or that collects to
sell to medium and large companies, even those who
use it to produce its derivatives to small and medium
scale. Of the 15 million liters of milk produced daily
in Colombia, one million 600 thousand liters are milked in 117 of the 123 municipalities in Boyacá that
have dual purpose cattle (milk, meat) (Forero, 2011).
More specifically, the town of Belen, Boyacá, which
has established itself as the best city in the Municipal
Integrated Performance department in accordance
with the assessment made by the National Planning
Department during the year 2009. Although this line
is of great importance to national and district levels
factories still employ the technology for several years,
without investing in new alternatives with a view to
improving the products, to increase production and
decrease the environmental impact of this.
In the study by Deháquiz et al. (2012), is proposed
a model of environmental management system that
can be applied to small businesses in the milk industry in the Industrial Corridor Boyacá. The diagnosis
is made through the case study applied to ten small
and legally constituted companies, located in different locations (rural and urban). As a result is proposed an environmental management system for this
type of organizations.
4. Methodology
Because of the scope of the objectives, the study
was developed primarily exploratory and descriptive
in order to identify and describe elements and characteristics of the management processes of eight of
the ten companies selected Belen Township as study
units. The work was supported by strategies such as
observation, documentary research and application
of an instrument for data collection. The multi-axis
methodology as methodical, developed by Mingers
& Brocklesby (1997), directed the study through the
following phases: Phase 1 problem identification,
phase 2 assessment, phase 3 testing, phase 4 evaluation and phase 5 action, in this last phase was
performed including the standardization of a stage of
the production process of the company IBEL Belen
township.
The following explains each of the steps:
PHASE I. PROBLEM IDENTIFICATION: from reviewing the state of art at international, national, regional and municipal level, is described in general
way what is said of the total quality management,
because it is a problem in Boyacá and in processing
cheese companies in town of Belen, for it is used
the document review. Besides were determined ten
cheese companies, carrying out interviews with their
representatives and observing behaviors and attitudes, to define eight of them showing interest in to
participate in the study. Additionally, it clarifies why
it is important to solve the problem of the level of
quality management that help the better manage of
their processes. Different solution models also arise
from the literature review, Malcolm Baldrige, EFQM,
Juran, Deming, ISO 9001, NTC 6001, all within the
philosophy of quality management.
PHASE II. APPRECIATION: the description what
is happening in each of the eight companies in the
study, is determined by examining the audit interviews type, in order to get to know what is going on,
told by its own actors and participant observation
about how to carry out the management direction,
operational processes and support processes in the
particular context of each company. Whereas social
type relationships with interviewees, the physical aspects of the processes and the personal experience
of who conducts the audit, a re-description in terms
of the concepts and theories of quality management
is done by comparing current management against
key factors already identified, in order to establish
the level of understanding we have of the business
processes that give an unsatisfactory result.
47
ROCIO HIMELDA SANTOYO ARDILA & SANDRA MILENA ZAMBRANO VARGAS
PHASE III. ANALYSIS: after determining possible
explanations for what is happening in quality management in enterprises of Belen, by characterizing in
three of their business processes, based on the results
in the interviews and audit are set by the theoretical
review and owners experience the possible generating mechanisms of the problem, especially in the
various activities of production processes.
PHASE IV. EVALUATION: the different models are
evaluated by classifying alternative explanations,
taking into consideration the type of small business
that make the units of study, what became known
through direct interview, the mechanisms by empirically that affect the management of enterprise-scale,
situation triangulated with the results of the other
units of study and the literature to determine the
knowledge and activities in the receipt of raw materials, affecting the results of quality management.
PHASE V. ACTION: is established based on the elimination of alternative explanations and diagrams
(MBNA, EFQM, ISO 9001 and NTC 6001), the need
to standardize the production process, the receipt of
raw material IBEL industry, along with the plan action to carry it out. The technical specifications, the
instructions and procedures are subject to description, explanation and transformation by the actors of
the company to shape the regulatory change.
The study was conducted based on the information
provided by eight of the ten dairy processing companies in the town of Belen that showed interest in the
realization of the study. In order to characterize each
of the companies, it was realized a visit for all of these
organizations to identify the name of the company,
representative who attended the interview-audit,
number of employees, products they produce and
number of liters of milk are processed at day.
Then it is designed a questionnaire taking into account the determination of the critical factors reported
in the theory of quality management by standards
as NTC ICONTEC 6001 (2008), ICONTEC GIN 39
(2010) and supported by the theoretical framework,
2
48
The authors.
finally are determined dimensions and categories
which are become to a Likert scale.
Table 2. Aspects contained in the questionnaire2.
DIMENSIONS
Direction processes
CATEGORIES
Planning and Routing
Management Evaluation
Business management
Planning and product realization processes
Operating processes
Design and product development
Purchasing Management.
Production of goods or service
Support processes
Human Resources
Information management
Financial accounting
Management of physical resources
5. Results and discussion
For collecting the information were visited each of
the dairy processing factories and was applied audit
format that was developed from the 6001 NTC. During the data collection was very noticeable lack of
business organizations.
Regarding the direction processes, the 90% of the
factories don’t have clear the organization chart,
the same person who processing the product is the
manager and the production manager, the responsible for sales and business. They don’t have defined
production strategies, sales, advertising or marketing
activities. The process is realized according to collect
milk to be achieved in the marketplace.
5.1. Total compliance regarding 6001 NTC 2008
The level of overall compliance with quality management companies in the study, two of them reached for
values of 40.36% and 30.24%, the other showed lower
values when compared to the standards of the 6001
NTC 2008. The overall results obtained suggest that
QUALITY MANAGEMENT EVALUATION IN MILK PROCESSING PLANTS: A CASE STUDY
the quality management in these companies do not
have significant impact on their performance, the lack
of standardization (documentation, indicators, targets,
improvement, implementation, etc.), its processes.
This contrasts with the results achieved by the National Productivity Centre CNP (2006), where small
businesses have quality certification, a 92.2% felt
that quality management has had an impact on their
good performance business.
As for the support processes, varied more widely,
with values:
-
5% in the company 8, for the reasons described
above.
-
26% in one company which has already established competencies, training needs, recruitment
processes and recruitment is done in accordance
with the requirements of the law, which does not
happen in all companies evaluated, has control
of documents and records, kept up to date financial information and keeps track control and
physical resources such as equipment and facilities (maintenance program).
The highest percentage is in the support processes,
management processes are the lowest, because most
plants do not have defined these processes and also
the same owner-administrator, operator, makes payments to suppliers, distributes and sells products.
The compliance management processes presents values:
-
0% in the company identified with the number
4, because the plant is relatively new (2 years)
and the owner despite being processed, is more
concerned that the council has not complied
with light connections appropriate gas and therefore has not been able to plan and organize
the company, says that does not even know if
you can continue working there, you cannot
plan production because it depends on a neighboring house that supplies the light.
-
8.1% in the plant identified by the number 2,
who despite not having its plant in excellent
condition if they have any information as vision,
mission and follow some formats.
Comparing these results, we note that differ from the
best practices found by Quality Corporation in two
large companies (Sofasa and Freeze Dried Coffee
Factory), where process management has become a
fundamental element and its contribution and performance, must be viewed holistically, to consolidate
its results, therefore, carry out this good practice in
companies of Belen, has to give satisfactory results
because “the company size does not influence the
process improvement as a result of certification”
(CNP, 2006,40).
5.2. Direction processes
The standard defines two aspects that are addressing
and planning and management evaluation.
A similar situation occurs in the operational processes, where values were found:
In terms of planning and routing, no processing
plants exceeded 50% compliance. The planning and
analysis addressing yielded the following results:
-
•
The address of the company is not kept informed and updated its organizational strategy
aimed at customer satisfaction and continuous
improvement
•
The address does not identify, implement and
maintain procedures to assess the ability to meet
legal requirements.
•
Management does not define its processes and
plans.
-
3% on the 8th floor where it shows devoted solely to process cheese without control or monitoring, no defined roles so that the operator is on
the path to collect the milk is the same process
without using clothing adequate or minimum requirements of BPM.
16%, on level 4 who do their best to keep up
and give some weight to the records, are flowcharts of processes, and are regularly reviewing
the market.
49
ROCIO HIMELDA SANTOYO ARDILA & SANDRA MILENA ZAMBRANO VARGAS
•
The objectives, requirements and responsibilities of each process are not defined and documented.
•
The business processes are not consistent with
strategy.
As for management evaluation, the values were very
low compared to those in planning and routing, the
highest value was obtained by the company in February to 21.43% because some records are market
returns and production monitoring but do analysis
or interpretation of data, the others barely reached
7.1%.
It is emphasized that the company that had the highest rating in planning and routing, scored 0% in assessment, which indicates that this process is only in
documents, is static and is not subject to continuous
improvement through systematic evaluation processes as said above.
The planning and routing, along with the management evaluation for continuous improvement, are
some of the responsibilities of management, according ICONTEC (2008) NTC 9001; additionally, Juran (1993), Crosby (1991, cited by George & Alvarez, 2005), Sousa & Voss (2002) and Feigenbaum
(1986), presented as key in their strategies to achieve
the quality of management company for this reason
not to develop these aspects, hardly adequate performance achieved in their management.
We found no documentation in most processing
plants and also they show no interest in making this
type of monitoring because they see it as a waste of
time. The formats requested by INVIMA performed
by the obligation but not analyzed for them because
not diligence during data therefore are not real, and
are not valued as a tool for continuous process improvement.
The results in terms of business processes, differ from
the findings of CNP (2006), certified for Colombian
companies, it was found that in terms of customer
satisfaction, 79% of employers have focused on
ensuring quality work before, during and after the
production of goods and services, so as to achieve
compliance with the specifications.
According to Harrington (1995), standardization of
work processes is important to verify that all current and
new employees, using the best ways to carry out activities related to product development. Standardization
is one of the first steps to improve any process and this
is achieved through the use of successful procedures.
However, in the units of study found the opposite.
5.4. Support processes
It took into account the following factors: human resources, information management, financial management and management of physical resources.
We considered five factors: business management,
baking and their product realization processes, product design and development, procurement, production of goods or provision of service.
Regarding human resources, the plants do not clearly
define the responsibilities because they have workers
who do all that work is in the collection of the raw
material receiving, processing, packaging and selling
opportunities on some products do not have the skills
documented in education and training of staff, and
training needs, do not evaluate the performance, the
owner is on the ground and is telling everyone to do.
With regard to the commercial, it was determined
that the companies in the study, do market research
or seek new customers, have long set its wholesale
customers who are respected by their competitors.
Hence the low compliance rates obtained, where
only the company 4 has considerable value of 44%,
because it is new in the market and makes business
management to sell their products.
Only one of the processing plants responded that he
had a 79% compliance in human resources, high value compared to that obtained by the other, that is
consistent, because it is the unit of study where they
have achieved the best results in all processes, due
to better documentation, training, recruitment and
motivation of its employees, resulting in the interest
of management in these areas.
5.3. Operational processes
50
QUALITY MANAGEMENT EVALUATION IN MILK PROCESSING PLANTS: A CASE STUDY
It is emphasized that the CNP (2006), found that
68.4% of respondents Colombian entrepreneurs,
with certification, gives a good or excellent response
regarding staff participation in quality management,
noticing that there are opportunities for improvement
regarding retention of human talent, generation by
empowering commitment to achieving organizational mission and vision. These opportunities for improvement are similar to those detected for companies studied Belen.
The management of physical resources was a good
level of compliance for two of the companies analyzed, by having teams even if rudimentary, for process control product, which qualifies as an artisan,
but when asked about maintenance planning, calibration and records, found the absence of this documentation.
6. Conclusions
Concerning the general characteristics of the companies in the study were found to have some planning
on paper, but not implemented, nor systematically
evaluated, missing the opportunity for continuous
improvement, through improvement projects and
corrective and preventive actions, on the other hand
they don’t have market research and business management generally is emerging, because they have a
captive regional market and have an unspoken pact
between them to respect their customers. Nor holding
your product planning and product development is
almost nil. Additionally, the control of product quality, purchasing and process in their specifications is
handmade and rudimentary.
In other areas such as human resources don’t have
established competencies and their development,
there is total lack of empowerment for decision-making by the employee in operating processes, because the owner intervenes in most cases the performance product and experience-based control only have
information on legal requirements with the Chamber
of Commerce and the INVIMA, otherwise it shows
total lack of documentation (procedures, records,
specifications, control charts and operation, etc.). In
the financial area, this potential risks on assets don’t
have been considered, the costs of goods and servi-
ces as well as levels of production losses and break
even are not defined. Finally, the physical resources
for quality assurance are in disrepair, inadequate and
don’t have them in use and therefore planning the
maintenance and calibration of equipment with no
records exist. Facilities also considered impaired, indicating lack of maintenance and preservation.
The findings in this study regarding the characteristics of the dairy sector in the industrial corridor in the
department of Boyaca, agree with those found by
Alvarado (2006), Ruiz (2005) and Dehaquíz et al.
(2012), who claim these dairies have strong weaknesses in many aspects such as administrative, the
low qualification of human talent, the high degree
of informality, low technology production processes,
lack of defined document structure that generally
difficult the implementation of group strategies that
will improve the conditions of the whole industry,
which has made far individual efforts without reaching the expected results.
The above results show the high need for the dairy
sector department of Boyaca for received strong
support from academia and the government in regard to the design and implementation of management practices at all levels, for example the implementation of good manufacturing practices partly
reduce the number of defects in the manufactured
goods or the implementation of quality management systems help to improve these units at all levels. It Is therefore expected to draw the attention
of researchers to continue turning their attention to
these factories, which for years have worked with
few references and expect management design strategies that help them achieve sustainability in the
market.
7. References
Albarracín, F. N. & Carrascal, A. K. (2005) Manual de buenas
prácticas de manufactura para microempresas lácteas. Bogotá:
Pontificia Javeriana University.
Alvarado, F. (2006) “Estudio del sistema de gestión de la operación
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